CIPP benchmarking survey report 2022
Prepared by the CIPP policy and research team
cipp.org.uk
Published December 2022
Contents
Foreword
3 4 5 6 7
Introduction
Survey scope and size Summary of key findings
The payroll team
Where does it sit?
7 7 7 8
In-house / outsourced?
Team members
Salaries
Processing
13
Payroll frequency Payroll errors Overpayments
13 14 15 15 15
Data security / confidentiality
Filing deadlines
Benefits
16
Benefits offered
16 19
Reporting benefits and expenses
Saving for the future
21
Pensions
21 22
Other employee schemes
Expat payroll Conclusion
23 24
2
Foreword
Mathew Akrigg ACIPP Policy and research officer, CIPP
IN A YEAR FULL OF CHANGES AND UNCERTAINTY, IT’S IMPORTANT TO TAKE STOCK OF THE HARD AND IMPORTANT WORK THAT PAYROLL PROFESSIONALS DO.
I would like to thank everyone who took the time to participate in the 2022 CIPP Benchmarking Survey . We appreciate the amount of time and effort a survey of this size takes; your input is invaluable in creating this report. In a year full of changes and uncertainty, it’s important to take stock of the hard and important work that payroll professionals do. The aftermath of the coronavirus pandemic is still evident in our working practices and general outlook. This year’s survey expands on previous years to explore these changing working practices, trying to identify where future changes will occur. The findings of the survey have proved very interesting, and it’s
hoped the reader will not only be able to reflect their own practices against those of others, but to gain an insight into how others within the profession operate, inspiring them to implement changes and amend processes to enhance their service. The CIPP would like to thank all that contributed once again, and as ever, any feedback readers have would be greatly received.
3
Introduction
2022 is the 14 th year of the CIPP Benchmarking Survey ! The survey asks a variety of questions and was open to the whole payroll industry. This broadened scope has enabled the CIPP to produce a report that payroll professionals can use to benchmark payroll departments and services, as well as providing insight into how the rest of the industry is performing.
This report will explore: ● Survey scope and size ● The activities and costs of a payroll team including: ❍ Salaries ❍ Structures of the team ❍ Accuracy, timeliness and completeness ❍ Data security and confidentiality ❍ Compliance with statutory filing / payment deadlines ● What’s on offer:
❍ Benefits and expenses ❍ Saving for the future ❍ Payroll giving ❍ Earned wage access This report discusses and evaluates the survey findings so readers can compare their current practices with other payroll professionals to help shape their payroll team. To allow readers to use this report as a benchmarking tool, the responses will remain anonymous. There will be comparisons of the results with last year’s report as well as against previous years, should they be relevant. This may not always be the case as the workforce and payroll markets are vastly different now to how they were a few years ago.
4
Survey scope and size
Making the survey available to the wider profession meant that data was gathered from across the United Kingdom. A variety of sectors and locales were represented. ● Most respondents were based in London ( 27% ), the south-east ( 19% ) and the south-west ( 16% )
● 4% of payroll teams operated fully remotely ● 4% of payroll teams operated outside of the UK
● Respondents were replying on behalf of organisations of all sizes, ranging from micro employers with less than ten employees, to those paying thousands. The majority, ( 47% ) however, stated they processed pay as you earn (PAYE) for between 251 and 1,000 employees ● 40% of respondents operate only one PAYE reference, however there was also a large amount that operate two ( 10% ) and three ( 14% ) PAYE references ● 69% of respondents were from the private sector, 20% from the public sector and 11% from the non- profit / charity sector ● 12.5% of those that completed the survey advised they operated an expat payroll, a reduction from 17% last year
5
Summary of key findings
Private sector jobs no longer pay consistently higher than public sector
20% 9% Payroll as a standalone department reduced from 20% to 9%, indicating last year was an anomaly
Monthly pay frequency remains the most popular
P11D reporting is still the preferred method for expense reporting
Healthcare, childcare vouchers and life assurance were the most popular benefits offered
Over half of employers now fully track errors in the payroll process
Two thirds of employers offer a salary sacrifice option for pension contributions
Late filing submissions reduced, potentially due to Covid support pressures being removed
6
The payroll team
Where does it sit? The policy team takes great interest in how companies view and situate the payroll department within their wider structure. Last year, 20% of respondents indicated their payroll department was stand-alone. This year, however, this has fallen back to 9%. As with previous years, there was a comparable split between the finance (44%) and human resources (47%) teams. It remains to be seen if the representation payroll departments saw last year was a deviation from the norm, or if we may still see increased independence of the payroll function. It may have been the effect that the ‘key-worker’ status of payroll professionals played over the course of the pandemic which led to the larger response seen last year. In-house / outsourced? This year, the questionnaire asked if responses were being received from an in-house payroll point of view or from a payroll service provider. 87% of respondents were from an in-house background and 13% from a service provider background. 78% of in-house payrolls are processed completely internally and 22% are partially outsourced. Where payrolls are completed by a payroll services provider, the majority (67%) are completely outsourced to them. 8% of those outsourced are only partially outsourced and 25% are a mixture of both. Due to this year’s questions splitting between those who predominantly work in-house vs outsourced, a comparison to previous years is hard. However, we can see that most companies prefer to retain the full payroll function internally. Where outsourcing is chosen, there’s a tendency to outsource the entire process., with few choosing to only partially outsource. Team members On average, payroll teams have between three and four members. However, the distribution trends towards one, two or three members, with 33% of respondents indicating there’s only one full time equivalent employee in their payroll team. 22% have two members and 12% have three. Except for some outliers, there was no discernible difference between public or private sector employers. There was an increase in team size when looking at outsourced payroll providers. This seems logical as payroll is a product the company provides rather than an internal function. As with previous years, the payroll profession is predominantly occupied by female employees (79%). This is a change from last year (76%) of 3%. Again, there was no relevant difference between the private and public sector, nor the in-house and outsourced employers. The turbulent job market of the past year, the so-called ‘great resignation’, may cause some differences from previous year’s data. However, the CIPP will continue to investigate why the profession is so heavily female dominated. The CIPP does extensive work promoting the profession, engaging young professionals on the many career paths available in the payroll sector. The CIPP strongly encourages employers and recruiters to consider equality and diversity in their strategies.
7
Salaries Within this section, salaries have been broken down by region. The rationale behind this is that typically, salaries will reflect the cost-of-living in that region.
Apprentices
Apprentice level
25000
22000
21777.7
20000
19000
19000
19000
18600
20000
16151.9
15000
10000
5000
0
London Midlands North East England
North West England
Northern Ireland
Outside the UK
Remote Republic of Ireland
Scotland South East England
South West England
Data rounded to neared 1 decimal point
Apprentice salaries average around £19,000 per year. This is slightly higher in London, as would be expected. This average is £1,000 more than last year and the CIPP is happy to see that this remains consistently higher than the apprentice national minimum wage (NMW) rate.
Entry level: administrators / practitioners / assistants / liaison officers / clerks / advisors / graduates
Entry level
35000
28970.1
28937.8
30000
26764.5
24120
24694
24000 24000
22829.2
23277.7
25000
20000 21000
20000
15000
10000
5000
0
London Midlands North East England
North West England
Northern Ireland
Outside the UK
Remote Republic of Ireland
Scotland South East England
South West England
Data rounded to neared 1 decimal point
8
Administrator level payroll professionals now average over £25,500 per year. This is an increase of over £3,000 on last year’s average. London and the south east are over £3,000 above this average again. Like last year, Scotland report paying above the average. However, the granularity isn’t available in the data to assess if this is due to companies in higher cost-of-living areas.
Middle management: team leaders / supervisors / consultants / specialists (SMEs) / vice principals
Middle management level
60000
50380
50000
45114 44908
36600
36900
40000
35948.1
33518
34000 34000
30000
30000
25000
20000
10000
0
London Midlands North East England
North West England
Northern Ireland
Outside the UK
Remote Republic of Ireland
Scotland South East England
South West England
Data rounded to neared 1 decimal point
With an average salary of almost £40,000, middle management have seen a boost of 17.5% from last year. What’s notable is the difference between the lowest and highest salaries reported in this area. The lowest, £24,500, was reported in the Midlands and, unsurprisingly, the highest from London of £65,000 – 2.65 times more. It’s noted the job titles described in this section have a large scope and therefore duties in these jobs may vary.
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Senior management: managers / heads of function or department / associate directors / directors
Senior management level
80000 70000 60000 50000 40000 30000 20000 10000 0
67057.6
63806
59407.5
58306
55700
54373.1
47785.7
45000
43306
London Midlands North East England
North West England
Northern Ireland
Outside the UK
Remote Republic of Ireland
Scotland South East England
South West England
Data rounded to neared 1 decimal point
Last year, the CIPP commented that we may see regional pay differences reduce as we shift to remote / homeworking. However, it can still be seen that London greatly exceeds other areas of the country. With the average across the country being around £57,000, it’s again good to see payroll leaders being valued within companies. This is £7,000 over last year’s average. It should be noted the average for the north east is inflated due to lack of responses in this area of the country and may not be representative of the area as a whole. Individual outliers could be an indicator of businesses relocating out of London. Alternatively, employers may be putting less weight on the cost-of- living in an area and more on the job role, now remote working separates the employees from a company’s location.
Executive management / chief executive office / board level
This year, the survey asked about board level employees in addition to the previous categories. While the number of responses in this area is low, it’s worth exploring. Responses were low, presumably either due to the respondent not being privy to the information, or the information being withheld. There are two charts shown on the next page, the first includes all the data gathered. The second has excluded two entries that were very low, indicating that the board members were paid below the tax threshold and renumerated in other ways. Both tables are shown for completeness and accuracy. As previously mentioned, any analysis of the data may be open to interpretation due to the low volume of information given.
10
Board level
237500
250000
200000
110514.7
145000
150000
108674.7
92500
100000
50000
0
London Midlands North East England
North West England
Northern Ireland
Outside the UK
Remote Republic of Ireland
Scotland South East England
South West England
Data rounded to neared 1 decimal point
Board level - amended data
237500
250000
200000
160000
145000
150000
132500
108674.7
100000
50000
0
London Midlands North East England
North West England
Northern Ireland
Outside the UK
Remote Republic of Ireland
Scotland South East England
South West England
Data rounded to neared 1 decimal point
It’s no surprise that London far exceeds other areas of the country when it comes to board level pay. When the payments made under £12,700 were removed, we see in all areas the average remuneration was over £100,000.
11
Examining the salary figures further, there are some interesting differences to last year’s data that can be explored. Last year, private sector jobs consistently saw higher averages than the public sector. This year, however, there’s an element of back and forth, with the public sector showing higher salaries for apprentices, middle management and board level. As stated previously, board level data may be unreliable due to small response numbers, but is interesting, nonetheless.
Split by sector
200000
180000
160000
140000
120000
10000
80000
60000
40000
20000
0
Non-profit / charity
Private sector
Public sector
Data rounded to neared 1 decimal point
Non-profit / charity employers are consistently below the levels of both private and public sector salaries. It seems logical these organisations would need to keep costs and expenditure down to deliver their purpose or charitable actions. This must be balanced with the need to attract and retain talent, remaining competitive within the job market, without impacting budgetary needs. It’s always important to note that salary is only part of an individual’s overall remuneration package. Other benefits offered to workers can account for variations in salary and will be explored further later in the report. 65% of respondents state that when recruiting, CIPP qualifications are either desirable or essential.
12
Processing
Payroll frequency
Payroll frequency
18% Weekly
9% Fortnightly
9% Four- weekly
82% Monthly
Regarding pay frequency, this year the data was gathered differently. Employers were free to select as many frequencies as they run, as employers can operate multiple payrolls. Unsurprisingly, monthly paid payrolls are the most common with 92% of employers operating this frequency. While weekly paid is low in comparison to monthly paid, it’s still twice as common as fortnightly and four- weekly payroll frequencies. Three respondents indicated they paid employees on all the mentioned frequencies. Only four respondents didn’t operate a monthly payroll, all of which ran a four-weekly payroll instead. 100% of public sector respondents operated a monthly payroll. Perhaps this is due to processes being decided by the overarching body, rather than the individual employer. Only two of these responses indicated other payroll frequencies, but they were always in conjunction with monthly. There doesn’t seem to be any strong move towards shorter pay frequencies, despite cost-of-living pressures. With earned wage access becoming a hot topic, this may be a contributing factor. This will be explored more later in the report.
13
Payroll errors Again, this year the questions were expanded to provide additional insight.
Most respondents (51%) fully track payroll errors, this is up from 40.5% last year. Unfortunately, there’s also a rise in respondents who don’t track errors, up to 22%. An additional 27% tracked errors in some way, but they weren’t fully tracked or reported on. Among respondents who didn’t track errors and provided additional information, there was a trend that errors are identified and rectified as they occur. Some also responded that they have very few errors.
Error tracking
Yes - partially tracked
No - no tracking process in place
14%
22%
Yes - only where worker pay impacted
13%
51%
Yes - full tracking process in place
In all areas, apart from where errors are partially tracked, more errors were identified as happening before payment / payslips issued to workers. It’s good to see that many errors are caught before impacting worker pay. The CIPP recommends that error tracking should occur where possible, helping to identify where process gaps and weak spots are. Like how an accident book identifies patterns in health and safety, error tracking can help identify payroll process concerns. This will ultimately reduce errors and improve the experience for staff members and employees receiving pay. In turn, this can reduce queries to the payroll department, freeing up time for other matters.
14
Overpayments No matter the controls in place, sometimes errors still happen, and overpayments can occur. As with last year, over 60% of respondents reported making overpayments during the 2021/22 tax year. It’s reassuring that this hasn’t increased, given the turbulent time payroll professionals have endured. Excluding one outlier with many written off overpayments, 86% of overpayments reported here were recovered in full, with a further 9% being recovered at the time of completing the survey. Respondents that didn’t track payroll errors reported the highest proportion of written off overpayments, with 39% of total overpayments being written off.
Data security / confidentiality Data security and confidentiality results showed:
● 3% of respondents noted there was at least one instance of a payslip being sent to an incorrect employee ● 8% of respondents noted there was at least one instance of personal data divulged to an unauthorised source ● 6% of respondents noted there was at least one instance of another organisation’s personnel data being received by an unauthorised source Ideally, it would be best for this to be as close to 0 as possible, however, when considering the total payslips produced, this works out to a security breach rate of 0.0076%. General Data Protection Regulation (GDPR) and data security remain a key part of payroll’s remit and shouldn’t be underestimated. Payroll teams should ensure that robust processes are in place to prevent and catch potential security issues. Filing deadlines For the 2021/22 tax year, only 3% of respondents reported failing to fulfil their statutory filing obligations on time. For those employers, only eight late submissions were made from 3,813 total submissions. This is an improvement from last year, where it was reported 7% of employers made late submissions, mainly due to the P60 deadline. Without the pressures of the coronavirus job retention scheme and other coronavirus support schemes, thankfully, this number has reduced. It may also be employers are better equipped for working from home than they were in 2021. As a profession, timescales are largely dictated by these statutory requirements, and every effort should be made to adhere to them. Fines and reprimands from HM Revenue and Customs (HMRC) are the main reason to do so, but it should also be noted the impact delays can have on individuals.
15
Benefits
Salary is not the only component of an individual’s remuneration package and so it’s crucial the wider benefits offered are considered. As payroll’s remit expands, benefits are naturally something the CIPP is interested in, especially where there are other legislative intricacies, such as NMW implications.
Benefits offered
90%
80%
77%
80%
73%
71%
70%
61%
60%
50%
50%
50%
38%
36%
40%
27%
27%
30%
16%
20%
9%
10%
0%
0
Once again, we see large responses to childcare vouchers, cycle schemes, healthcare and life assurance. What we can see is a large variety in the benefits packages available to employees now. Of the respondents who answered this question, none indicated that they don’t offer any benefits at all. This shows employers are engaging with wider reward strategies. As the labour market has evolved over the last year, greater emphasis is being put on recruitment and retention beyond the traditional salary. Healthcare (80%), childcare vouchers (77%) and life assurance (73%) are the most provided benefits. This supports the trends being seen in employee well-being and how important it is to employees seeking jobs and employers looking to retain staff. Cycle to work schemes have remained highly popular, even with the shift to working from home. As more employers make this change, it should be noted that the qualifying journey rules are still in place and need to be adhered to for these schemes. These may change in the future and are something to keep an eye on. Also popular are company cars and car allowances, with benefit in kind rates for electric cars being significantly lower than petrol and diesel cars currently, this is becoming popular. Interestingly, no respondents reported offering onsite childcare.
16
Other benefits noted in the additional comments were: ● Gym memberships ● Extra leave purchase ● Critical illness cover ● Retail cash plan
Benefits offered by company type:
120%
100%
80%
60%
40%
20%
0
n In-house
n Outsourced
When split by in-house vs outsourced, in-house teams generally offer a better variety than outsourced employers. However, it should be noted that in-house teams account for a larger proportion of the responses and therefore outsourced statistics can be swayed by trends that may not represent the industry as a whole.
17
Benefits offered by sector:
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0
n Non-profit / charity
n Private sector
n Public sector
There are some benefits that have a similar offering across all sectors, such as company cars, cycle to work schemes, flexitime and income protection. Private sector employers are more likely to offer benefits such as car allowance, healthcare and life assurance. It can be assumed that budgetary requirements within the public and non-profit sectors would be a large portion of the reason why certain benefits cannot be offered. It’s positive to see the broad use of benefits on top of salary that are being offered by all sectors. In addition to the above, the survey asked if employees were given the option to purchase or sell back annual leave. Nearly 53% of respondents stated this was offered to employees. Of those that responded yes, 20% of them belonged to the public sector, twice the proportion of last year. All the respondents offering this were from an in-house payroll team. It may be worth further exploration as to why no outsourced payroll providers offer this arrangement.
18
Reporting benefits and expenses
Taxable benefits
Legacy P11D reporting remains the most popular method (49%) used, with payrolling and using a mixture being equally as popular (25.5%) as each other. When broken down into sector, there’s been a decrease in the use of P11D reporting in the public sector. Last year, no public sector respondents indicated they used a mixture of both reporting types. This may indicate a transition to payrolling expenses is underway. Private sector companies, however, saw an increase in P11D reporting. It’s unclear if this is due to lack of awareness of payrolling. Another explanation could be an increase in employee loans to support with cost-of- living impacts. As HMRC makes further steps to encourage payrolling of expenses, the CIPP is interested to see how this trend develops.
Reporting benefits
80%
70%
60%
50%
40%
30%
20%
10%
0
Legacy P11D reporting
Mixture of both
Payrolling
n Private sector
n Public sector
n Non-profit / charity
19
Expenses
Several eligible expenses don’t attract any PAYE liabilities, therefore, traditionally are paid outside of the payroll. With payroll software having the option to process net payments, the survey asked if this was still the case, or if this responsibility fell to the payroll department.
Who processes expenses?
Yes - payroll process and pay expenses
7.5%
Yes - payroll pay expenses only
No - finance process and pay expenses
20.5%
72%
Last year, it was predicted that expenses processed by payroll may increase. What can be seen from the responses is a shift of responsibility hasn’t happened. In fact, the results are almost identical to that of last year. 28% of employers are seen to be involving payroll somewhat in the expenses process. It may still be the case that time and monetary efficiencies can be found in incorporating these tasks into the payroll function. However, there hasn’t been any significant shift in the way companies operate to do this. With the large amount of payroll changes seen in recent times, these areas of potential efficiency savings may not be the highest priority.
20
Saving for the future
Pensions This year marks ten years of automatic enrolment (AE), an initiative that’s changed the pension and employment landscape considerably. As the future looks to bring us additional scheme types (collective defined benefit) and new innovations for savers (pensions dashboards), it’s important to take stock of the pension offerings of companies today. Like last year, employers have an average of 80% of their workforce enrolled into a pension scheme. Again, salary sacrifice was the most popular contribution type on offer, with 66% of employers offering it, this was up from 47% last year. This is unsurprising, given the benefits for both employees and employers this arrangement can provide. For those that don’t currently operate a salary sacrifice scheme, the CIPP would encourage employers to explore the reasons why. National Insurance savings could be had by both employees and employers, which may encourage those that opt out to continue with the contributions. However, the CIPP recognises that NMW compliance is a consideration when introducing this type of scheme.
Contribution arrangement types
70%
60%
66%
50%
40%
46%
30%
29%
20%
10%
0
Salary sacrifice arrangement
Net pay arrangement
Relief at source (RAS)
21
Arrangements by sector
80%
70%
60%
50%
40%
30%
20%
10%
0
Releif at source
Net pay arrangement
Salary sacrifice
n Private sector
n Public sector
n Non-profit / charity
When the data is broken down by sector, salary sacrifice stands out as the preferred method for all employers. However, the private sector accounts for a large portion of employers offering relief at source arrangements and the public sector has a bias towards net pay arrangements. Where salary sacrifice is offered, an average of 69% of employees are enrolled into such a scheme. This figure may be higher if this arrangement didn’t have NMW implications. Over 62% of respondents also advised they pay more than the minimum AE percentages. Paying more than the minimum enhances a company’s benefit package and can increase attraction and retention rates. This could be used as a tool to attract new employees where the base salary may not be as competitive when compared to that offered by others within the industry. The CIPP recommends promotion of pension contributions if they’re higher than the minimum AE requirements, to highlight this is a benefit of working for the organisation. Other employee schemes As financial well-being and awareness become larger talking points, employers may feel the need or obligation to offer other incentives and benefits to employees. Last year, 18% of employers offered savings or borrowing through the payroll, this was up to 22% this year. However, the proportion of employees who utilise such a scheme was down from an average of 25% to 18%. It’s positive more employers are offering such schemes, however employee awareness needs to be increased alongside to encourage uptake. Other schemes indicated were additional voluntary contributions, individual savings accounts, save as you earn and non-contributory pension schemes. A new question this year asked if employers offer payroll giving to be deducted through the payroll, allowing charitable donations to be taken. 45.5% of employers do, which is a considerable percentage. The same percentage don’t offer this, but 9% plan to in the future. The CIPP is also interested in exploring the trend of earned wage access, a process where employees can access wages ahead of the normal payroll schedule. This has proven to be a divisive and contentious issue, and only five employers indicated they offer this to employees. The CIPP will explore this further as more employers investigate this space.
22
Expat payroll
Of those that responded to the survey, 12.5% of those operated an expat payroll, producing on average 38 payslips within tax year 2021/22. Despite the complexities involved in international payrolls, all respondents stated they spend less than 5% of their time on these payrolls. For some employers this may still be disproportionate to the total amount of payrolls processed.
23
Conclusion
WITH THE TURBULENCE EXPERIENCED IN THE PAYROLL PROFESSION,
The Benchmarking Report is framed in a way that allows its readers to assess their processes against similar businesses. By seeing what the average business is doing, trends can be identified, and businesses can see if they’re going above and beyond, or falling behind, other employers. This has never been more important as the ’great resignation’ and focus on employee well-being were staples in the news before the current cost-of-living crisis. As the cost-of-living increases, these things become even more important, even if less discussed. Surprisingly, there were a lot of similarities between this year’s data and that from last year. While businesses cannot directly affect the legislative framework in which they operate, internal structure and processes are fully within control. With the turbulence experienced in the payroll profession, it may be that businesses are opting to keep processes and business practices the same for a level of continuity. If changes settle down over the coming year, will innovation and experimentation start to grow again?
IT MAY BE THAT BUSINESSES ARE OPTING TO KEEP PROCESSES AND
BUSINESS PRACTICES THE SAME FOR A LEVEL OF CONTINUITY.
Additional options were added for the salary portion of the survey, however, responses for board level pay were insufficient to draw meaningful conclusions. An increase in average salaries can be seen from last year, which is positive for the profession. The report didn’t make any comparisons against the inflation rates as the survey may have been completed at different times for different respondents. The CIPP may wish to explore this in further detail in future, however, with current inflation and interest rate changes still happening with regularity, this may prove difficult. The focus on employee well-being, benefits and overall remuneration can be seen from the survey responses. A huge range of offerings being seen and additional comments indicating types of benefits not previously discussed are positive to see. The CIPP will continue to explore the changing trends in the payroll profession. Initiatives such as earned wage access didn’t present the level of involvement as anticipated, and so care must be taken to correctly pitch questions in future surveys. With such a complex and diverse array of responsibilities, tasks and roles, it may not always be possible to correctly predict emerging trends. This report has provided some key insights into the
inner workings of payroll teams up and down the United Kingdom. The CIPP will continue to build on the success of this report over the coming years. The CIPP hopes this report will help shape the future for companies that wish to improve their offerings to employees, develop a world class payroll team and exemplify the profession.
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2022 © The Chartered Institute of Payroll Professionals
Published December 2022
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